2017-18 Action Plan

Executive Board Strategic Directions Action Plan

This report has the following structure:

Goal: The goal to be accomplished
Objective: Specific direction
Initial Outcome: Action to be taken
Projected Completion Date: Date by which outcome to be completed
Responsibility: Group/person responsible for meeting completion date

I. Knowledge

Goal: To be the profession’s hub of information, the authority and creator, conduit and co-collaborator of industry information. Liberate resources from silos and make them available to all members.

  1. Objective: Create an innovation incubator, to facilitate innovation within the Association and the profession, resulting in the creation of compelling ideas and products.Success measures: Launch an innovation incubator which has taken on its first project.

    Initial Outcome: A business plan for the creation of the incubator was submitted for the July 2017 Executive Board meeting. The plan was tabled until further study could be done on the resources required to implement the proposed plan. (July 2017)

    Responsibility: Innovation Incubator Special Committee

    Additional actions necessary: The development of a project plan that could meet the stated goals of the committee, aligned with the resources available to support the plan. This may require a scaled down version of the plan. (November 2017)

    Responsibility: Staff members Megan Mall, Heidi Letzmann, and Kate Hagan

  2. Objective: Create a knowledge management system which involves members and key stakeholders in creating, capturing, sharing and using knowledge.Success measures: Facilitates decision-making capabilities, measured by time for board and staff to make decisions; builds our learning capacity as measured by ability to streamline operations and processes for members, leaders and staff; and stimulates cultural change and innovation as measured by increase in innovative programs and services for members, as well as wins on advocacy front.

    Initial Outcome: A project plan and timeline for the system. (April 2017)

    Responsibility: Staff members Megan Mall and Chris Siwa

    We signed a contract with Matrix Group in late March and have been working with them closely on overhauling the website and moving to a new content management system (CMS)—WordPress—as well as a new association management system (AMS). The new website will include revamped navigation, Boolean search, and taxonomic functionality. It will also house an expanded Knowledge Center that will showcase toolkits, research guides, best practices, and more from the SISs—making it easy for all members to share and utilize these resources. The SISs have provided taxonomic input and have been involved in sharing their resources.

    The anticipated completion date for the launch of the new CMS and the completion of related tasks is November 2017.

  3. Objective: Improve how member knowledge is brought into the content creation process.Success measures: Increase the number and diversity of members involved in content creation by 10%.

    Initial Outcome: An assessment of how member knowledge is currently
    solicited. (November 2017)

    Responsibility: Staff members Megan Mall, Heather Haemker, and Celeste Smith.

  4. Objective: Create evergreen process for identifying current and emerging competencies that translate into actionable knowledge points to apply to education, publications, and programs.Success measures: Established knowledge domains and associated competencies that define the core skills necessary for legal information professionals to be successful. They will clearly define the essential knowledge domains, and associated skills sets necessary for every level of a person’s career (strategic, applied, and foundational).

    Defined way to use the competencies as the universal benchmark against which legal information professionals can be assessed, and develop and deliver professional development programs and tools to meet these benchmarks.

    Initial Outcome: Plan developed to create knowledge domains and competencies for AALL. (November 2016)

    The Body of Knowledge Special Committee will have a report and recommendation for the November 2017 Board meeting regarding domains and competencies, and skills required.

    Additional actions necessary: The development of an implementation plan to integrate the BOK both internally and externally. The BOK should guide AALL in education program development, publications, programs, and initiatives. This will allow AALL to clearly define and communicate the areas of expertise, competency, and knowledge our members provide. (April 2018)

    Responsibility: Staff members Celeste Smith, Cara Schillinger, and Megan Mall

II. Community

Goal: Provide a platform and opportunities for meaningful engagement between and among members and key stakeholders throughout their careers.

  1. Objective: Conduct a comprehensive evaluation of the community to increase member communication and eliminate information silos.Success measures: Increased collaboration across segments, disciplines and AALL groups as tracked by activity and member surveys.

    Initial Outcomes: A project plan for the evaluation process (November 2016), and completed evaluation and recommendations. (April 2017)

    Responsibility: Staff members Megan Mall, Cara Schillinger, and Chris Siwa

    In correlation with the Knowledge Management system, a new community for SIS webmasters, chairs, vice chairs, and other key individuals involved with resource development will be created and announced at the SIS leadership training in Austin. This new community will be used by staff to communicate with all the SISs for identifying key resources for the new Knowledge Center. Also, SISs will be encouraged to identify any hot topic discussions or important resources and share them with all AALL members through the Members Open Forum on a regular basis. Staff will initially help SISs with identifying and sharing content to encourage all SISs to participate. Additional digital ribbons for rewarding community participation will be released shortly.

    We are still on track with the anticipated completion date of December 2017 for all tasks.

  2. Objective: Evaluate the current membership model as it relates to member involvement and community to deepen engagement and grow the membership.Success measures: Working definition for member engagement and tracked increase in engagement based on that definition; increased recruitment, retention, and loyalty.

    Initial Outcomes: Review of current membership model and dues structure and recommendations (November 2016), and review of member engagement opportunities, and recommendations for an effective strategy for increasing opportunities for participation. (July 2017)

    Responsibility: Staff members Paula Davidson and Cara Schillinger

    The 2017/2018 Membership Marketing Plan was presented at the April 2017 Executive Board meeting. The Board approved the following recommendations:

    1. Creation of a sustaining member payment alternative. Sustaining members will prepay a one-time charge of $425 for six years of membership, after which time they will become honorary members for life. Initiative will launch 1st quarter 2018, prior to the start of the renewal campaign.
    2. Creation of a Champion Membership Upgrade. Created to leverage and recognize AALL’s most active ambassadors, the Champion Membership will be comprised of a yearly membership upgrade of $75. Initiative will launch 1st quarter 2018, prior to the start of the renewal campaign.
    3. Required login to access premium AALLNET content including AALL Spectrum and Law Library Journal – Commenced on April 26, 2017

    The following items were presented and are in process/completed:

    1. Offer installment and auto-renewal payment options. Options will commence with implementation of AMS migration.
    2. Change first dues proration to December 1, from September 1 – Complete
  3. Objective: Build strong relationships with affiliated entities, stakeholders and related professional associations.Success measures: Strong viable relationships with other groups that have expanded our capabilities, aided in advocacy, and extended the brand image for the profession and association.

    Initial Outcome: A guiding strategy and performance measurements for evaluating outcomes from these relationships. (November 2018)

    Responsibility: Staff members Kate Hagan, Emily Feltren, and Cara Schillinger

III. Leadership

Goal: AALL and the profession are recognized experts in the field of legal information within the legal community.

  1. Objective: Develop the appropriate public relations infrastructure to reinforce AALL as the Association of thought leaders in legal information.Success measures: Identified members with subject expertise to leverage AALL as the resource for the media, legal community, and public regarding legal information, and the successful placement of articles, programs, and curated content within the legal community’s news and information networks.

    Initial Outcome: An assessment of the resources necessary to develop a meaningful public relations infrastructure. (November 2016)

    Responsibility: Staff member Kate Hagan

    Kimball Communications has been retained and has been developing a strategic communications plan in support of our goals.